NORSU Quality Manual 2017 Draft PDF

ISO 9001:2015 Quality Assurance Manual
NEGROS ORIENTAL STATE UNIVERSITY

Quality Manual
Conforms to ISO 9001:2015

(c) 2017 NEGROS ORIENTAL STATE UNIVERSITY; all rights reserved. This document may contain proprietary
information and may only be released to third parties with approval of management. Document is uncontrolled unless
otherwise marked; uncontrolled documents are not subject to update notification.
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0.0 Revision History and Approval
Rev. Nature of changes Approval Date

01 Original release. Joel P. Limson February 28, 2017
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TABLE OF CONTENTS
Quality Manual
0.0 Revision History and Approval 2

1.0 Welcome to [Full Client Name Reg Caps] 5
2.0 NORSU: Who We Are 5
2.1 Determining Our Strategic Direction 6
2.2 Scope of the Management System 6
2.2.1 Scope Statement 6
2.2.2 Facilities Within the Scope 8
2.2.3 Areas that are not applicable 8
2.2.4 Scope of the Quality Manual 9
3.0 Quality Policy 9
4.0 Management System Structure and Controls 9
4.1 Process Approach 9
4.1.1 Process Identification 9
4.1.2 Process Controls & Objectives 10
4.1.3 Outsourced Processes 11
4.2 Documentation & Records 11
4.2.1 General 12
4.2.2 Control of Documents 12
4.2.3 Control of Records 13
4.3 Change Management 13
4.4 Risks and Opportunities 13
5.0 Management & Leadership 14
5.1 Management Leadership and Commitment 14
5.2 Customer Focus 15
5.3 Quality Policy 15
5.4 Organizational Roles Responsibilities & Authorities 16
5.5 Internal Communication 17
5.6 Management Review 17
6.0 Resources 18
6.1 Provision of Resources 18
6.2 Human Resources 18
6.3 Infrastructure 18
6.4 Work Environment 19
6.5 Organizational Knowledge 19
7.0 Operation 20
7.1 Operational Planning and Control 20
7.2 Customer-Related Activities 20
7.2.1 Capture of Customer Requirements 20
7.2.2 Review of Customer Requirements 21
7.2.3 Customer Communication 21
7.3 Design and Development 22
7.4 Purchasing 22
7.5 Provision of Products 23
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7.5.1 Control of Provision of Products 23

7.5.2 Identification and Traceability 23
7.5.3 Property Belonging to Third Parties 23
7.5.4 Preservation of Product 24
7.5.5 Post-Delivery Activities 24
7.5.6 Process Change Control 24
7.5.7 Measurement and Release of Products 25
7.5.8 Control of Nonconforming Outputs 25
8.0 Improvement 25
8.1 General 25
8.2 Customer Satisfaction 26
8.3 Internal Audit 26
8.4 Corrective and Preventive Action 27
Appendix A Overall Process Sequence & Interaction 28
Appendix B ISO 9001:2015 Cross Reference 29
Appendix C List of Key QMS Documents Procedures 31
Appendix D Supplementary Procedures 32
Appendix E Forms 33
Appendix F Organizational Chart 34
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1.0 Welcome to NEGROS ORIENTAL STATE

UNIVERSITY
Negros Oriental State University (NORSU) have developed and implemented a
quality management system in order to document the organization’s best
business practices, better satisfy the requirements and expectations of its
stakeholders and to improve the overall management of the university. These
campuses of NORSU have kept earned reputation as a university for the poor
and deserving students. Recently, fees have been reduced on the average
amounts which are affordable and prudent to the marginalized income
stakeholders. As a result, students’ enrolment has dramatically increased,
putting pressure on how the university manages its resources most effectively, to
best serve its key stakeholders.
True to its mission, NORSU passionately delivers quality instruction, fosters

cutting edge research, and encourages socially-responsive community services
through relevant and innovative technologies. It continues to provide quality
education and educational services to its valued students, coming mostly from
rural and marginalized communities of the provinces of Negros Island Region,
other provinces of the Visayas and Mindanao, and the other parts of the country
and overseas. With NORSU's goal of raising the bar of quality, NORSU has now
formally embarked on a project that shall initiate, develop, implement, and
maintain a certified ISO 9001:2015 Quality Management System that also
importantly meets the requirements of Philippine law, as described in
Administrative Order No. 161, signed on the 5th October 2006.
The quality management system of Negros Oriental State University meets the
requirements of the international standard ISO 9001:2015. This system
addresses the organizational structure of NORSU and its administration, and
how this is applied to its core business of education and educational services.
This manual describes the quality management system, delineates authorities,

inter-relationships and responsibilities of personnel responsible for performance
within the system. The manual provides procedures or references for all
activities comprising the quality management system to ensure compliance to the
necessary requirements of the Standard. This is also used externally to
introduce quality management system to stakeholders and suppliers, and
NORSU’s external organizations or individuals. The manual is also used to
familiarize them with the controls that have been implemented and to assure
them that the integrity of our quality management system is maintained and
focused on stakeholders’ satisfaction and continuous improvement.
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2.0 NORSU: Who We Are

2.1 Determining Our Strategic Direction
NORSU has reviewed and analyzed key aspects of itself and its stakeholders to
determine the strategic direction of the company. This involves:
a. Understanding our core products and services, and scope of management
system as provided in the Customer Focus under Section 5.2.
b. Identifying “interested parties” (stakeholders) who receive our Products, or
who may be impacted by them, or those parties who may otherwise have
a significant interest in our company. These parties are identified in the
Capture of Customer Requirements under Section 7.2.
c. Understanding internal and external issues that are of concern to Negros
Oriental State University and its interested parties; also identified in the
Risk Management under Section 4.4. Many such issues are identified
through an analysis of risks facing either Negros Oriental State University
or the interested parties. Such issues are monitored and updated as
appropriate, and discussed as part of management reviews.
This information is then used by senior management to determine the company’s

strategic direction. This is defined in records of management review, and
periodically updated as conditions and situations change.
2.2 Scope of the Management System
2.2.1 Scope Statement

The activity covered by Negros Oriental State University (NORSU) is for the
provision of education Tertiary and post Tertiary levels, to its core market in
Negros Island and other parts of the country in areas of research, extension,
linkages and consortia. Similarly, NORSU is marketing to overseas students
wishing to experience a first class education and educational services.
The scope and reach of ISO 9001:2015 encompasses the following:
The Faculties and their departments

College of Arts and Sciences (CAS)
Department of Biology
Department of Chemistry
Department of Computer Science
Department of English
Department of Filipino
Department of Geology
Department of Information Technology
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Department of Mass Communication

Department of Mathematics
Department of Physics
Department of Psychology
Department of Social Sciences
College of Business Administration (CBA)
Department of Accountancy
Department of Business Administration
Department of Hospitality Management
Department of Office Systems Management
Department of Tourism
College of Engineering and Architecture (CEA)
Department of Architecture
Department of Civil Engineering
Department of Computer Engineering
Department of Electrical Engineering
Department of Electronics and Communications Engineering
Department of Geodetic Engineering
Department of Geothermal Engineering
Department of Mechanical Engineering
College of Education (CEd)
Department of Elementary Education
Department of Secondary Education
Department of Physical Education
College of Criminal Justice Education (CCJE)
Department of Criminology
College of Agriculture, Forestry and Fisheries (CAFF)
Department of Agriculture
Department of Forestry
Department of Fishery
College of Industrial Technology (CIT)
Department of Technical Education
Department of Industrial Technology
College of Nursing, Pharmacy and Allied Health and Sciences (CNPAHS)
Department of Pharmacy
Department of Nursing
Department of Midwifery
College of Law (CoL)
Graduate School (GS)
Department of Business and Management Education
Department of Social Sciences
Department of Mathematics
Department of Arts and Sciences
Department of Teacher Education
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Additional Offices:
Students Affairs and Services
Medical-Dental
Intellectual Property Office
International linkages
Research
Extension
Alumni Affairs
Cultural Affairs
University Security
Planning and Development
Human Resource Management and Development
Supply and Procurement
Accounting
Budgeting
Finance
Student Affairs Services
ETEEAP
Sports and Athletics
University Library
University Registrar
CARE Center
Quality Assurance Management Center
2.2.2 Facilities Within the Scope

The quality system applies to all processes, activities and employees within the
company. The facility is located at:
Kagawasan Avenue
Dumaguete City, Negros Oriental 6200
Telephone Number: 035-225-9400
Fax Number: 035-2254751
Website: www.norsu.edu.ph
2.2.3 Areas that are considered Not Applicable

The following sites are excluded from the company quality system of Negros
Oriental State University at this time; in the future, these may be incorporated
into the company QMS, and this manual will be updated accordingly:
1. NORSU Bais Campuses I & II
2. NORSU Guihulngan Campus
3. NORSU Mabinay Campus
4. NORSU Bayawan-Sta. Catalina Campus
5. NORSU Siaton Campus
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2.2.4 Scope of the NORSU Quality Manual

This manual is prepared for the purpose of defining the company’s interpretations
of the ISO 9001:2015 international standard, as well as to demonstrate how the
company complies with that standard.
This manual does not strictly follow the numbering structure of ISO 9001.
Instead, Appendix B presents a cross reference between the sections of this
manual and the clauses of ISO 9001:2015.
This manual presents “Notes” which are used to define how Negros Oriental
State University has tailored its management system to suit its purposes. These
are intended to clarify implementation approaches and interpretations for
concepts which are not otherwise clearly defined in ISO 9001:2015. Notes
appear in italics, with gray background.
Where subordinate or supporting documentation is reference in this manual,

these are indicated by bold italics.
3.0 Quality Policy

The NORSU Executive management ensures that the quality policy is
communicated and understood by all employees at all levels of the organization
through documented training, regular communication, and reinforcement during
annual employee performance reviews. All public sector organizations, and
specifically NORSU, strive to ensure that its quality policy is oriented towards the
satisfaction of the needs and expectations of its entire stakeholder, and in
particular, the citizens it serves by mandate.
The NORSU quality policy statement acts as a compass in providing the

direction and framework for establishing key corporate level performance
measures and related improvement objectives as per Section 5.6. The NORSU
Executive Management reviews the quality policy during management review
meetings at appropriate intervals to determine the policy’s continuing suitability.
4.0 Quality Management Structure and Controls

4.1 Process Approach
4.1.1 Process Identification
Negros Oriental State University has adopted a process approach for its
management system. By identifying the top-level processes within the company,
and then managing each of these discretely, this reduces the potential for
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nonconforming Products or Services discovered during final processes or after

delivery. Instead, nonconformities and risks are identified in real time, by actions
taken within each of the top-level processes.
The following top-level processes have been identified for Negros Oriental State
University:
1. Board of Regents Issuances
2. Executive Order implementations
Each process may be supported by other activities, such as tasks or sub-

processes. Monitoring and control of top level processes ensures effective
implementation and control of all subordinate tasks or sub-processes.
Each top-level process has a Policy Issuance Process which defines:

• applicable inputs and outputs
• process owner(s)
• applicable responsibilities and authorities
• applicable risks and opportunities
• critical and supporting resources
• criteria and methods employed to ensure the effectiveness of the process
• quality objectives related to that process
4.1.2 Process Controls & Objectives

Each process has at least one objective established for it; this is a statement of
the intent of the process. Each objective is then supported by at least one
“metric” or key performance indicator (KPI) which is then measured to determine
the process’ ability to meet the quality objective.
Throughout the year, metrics data is measured and gathered by process owners
or other assigned managers, in order to present the data to NORSU Executive
Management Team. The data is then analyzed by NORSU Executive
Management Team for goal-setting and if possible make adjustments for the
purposes of long-term continual improvement.
The specific quality objectives for each process are defined in the applicable
Management Review Manual.
Metrics, along with current standings and goals for each objective, are recorded
in records of management review.
When a process does not meet a goal, or an unexpected problem is encountered

with a process, the corrective and preventive action process is implemented to
research and resolve the issue. In addition, opportunities for improvement are
sought and implemented, for the identified processes.
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4.1.3 Outsourced Processes

Any process performed by a third party is considered an “outsourced process”
and must be controlled, as well. The company’s outsourced processes, and the
control methods implemented for each, are defined in the Outsourced Processes
under the Management Review Manual.
The type and extent of control to be applied to the outsourced process take into
consideration:
a) the potential impact of the outsourced process on the company’s
capability to provide product that conforms to requirements,
b) the degree to which the control for the process is shared,
c) the capability of achieving the necessary control through the purchasing
contract requirements.
4.2 Documentation and Records

This quality manual contains documented statements of our quality policy and
quality objectives. These are references that documented procedures required
by ISO 9001:2015 and NORSU documents needed to ensure effective planning,
operation and control of our key processes.
The level and type of quality management system documentation established

for our business is reviewed at appropriate intervals. This is to ensure that it
remains appropriate for the complexity of the interactions of our core
processes and the competence of our employees. Quality management
system documents and data exist in hard copy and electronic format. The
quality management system documentation includes this quality manual, quality
procedures, forms and NORSU internal and external documents and data
needed to manage, perform or verify work affecting product quality. Any quality
management system documentation which is utilized or generated is
categorized into the following hierarchy:
1 Policy Key system driver of process inputs and objectives;

statement of corporate vision
2 Quality manual Describes the corporate approach and
responsibilities for achieving quality
3 Procedures Describes the methods required for process
implementation
4 Work instructions Describe the operating practices and controls of
each process
5 Forms Key system outputs; data, records, proof of
conformance and evidence of verification
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4.2.1 General
This Quality Manual has been prepared to describe NORSU’s quality
management system; its associated procedures, and the processes needed to
implement our quality policy in order to achieve our quality objectives. Each
section of the manual makes reference to various procedures, forms and
process maps relating to the requirements outlined in that section.
The manual is the essential top level document for the quality management
system. One of its functions is to describe the way the requirements of
ISO9001:2015 have been interpreted and implemented for each public sector
organisation.
4.2.2 Control of Documents

All quality management system documents are controlled accord ing to the
Control of Documents Procedure which defines the process for:
a. Approving documents for adequacy prior to issue
b. Reviewing and revising as necessary and re-approving documents
c. Ensuring that changes and current revision status of documents are
a. identified
d. Ensuring that relevant versions of applicable documents are available at
a. points of use
e. Ensuring that documents remain legible and readily identifiable
f. Ensuring that documents of external origin are identified and their
a. distribution controlled
g. Preventing the unintended use of obsolete documents
h. Ensuring that documents of external origin are identified and their
a. distribution controlled
NORSU uses standard forms and a local area network computer system which
are updated as required. Documents which must be controlled include but are
limited to the followings examples:
a. Quality manual
b. Procedures
c. Records
A list of key quality management system documents; including all quality

procedures, forms and NORSU key quality management system documents is
located in Appendix A.
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4.2.3 Control of Records

Records established to provide evidence of conformity to the requirements
specified by the standard, customer requirements and of the effective operation
of the quality management system are formally controlled through the
application of the Control of Records Procedure.
Records which are controlled include but are not limited to:
a. Population's needs
b. Payment exemptions
c. Personnel assessments
d. Supplier assessments
e. Infrastructure assessments
f. Work in progress
g. Impact of NORSU on its stakeholders
h. Corrective Action Reports
i. Management Review Reports
j. Customer Complaints
k. Calibration Records
l. Control of Records Procedure
4.3 Change Management

When Negros Oriental State University determines the need for changes to the
management system or its processes, these changes planned, implemented, and
then verified for effectiveness; see the provisions of Change Management under
Management Review Manual.
Documents are changed in accordance with procedures specified in the Control

of Documents Manual.
4.4 Risks and Opportunities

Negros Oriental State University considers risks and opportunities when taking
actions within the management system, as well as when implementing or
improving the management system; likewise, these are considered relative to
products and services. Risks and opportunities are identified as part of the
“Context of the Organization Exercise” defined in Risk Management Manual, as
well as throughout all other activities of the QMS.
Risks and opportunities are managed in accordance with the document Risk
Management Manual.
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5.0 Management and Leadership

The administration and management of Negros Oriental State University is
governed by the Commission of Higher Education and the NORSU Board of
Regents.
The NORSU President, as approved by the NORSU Board of Regents may

create the NORSU Executive Management which will have the responsibility and
authority for supporting the development and implementation of the quality
management system. This is also to ensure that it remains relevant to the
company’s objectives, and the needs and expectations of customers while
promoting Negros Oriental State University with an ethos of continual
improvement. This NORSU Executive Management and their direct reports are
responsible for communicating the quality policy as well as the importance of
meeting customer, statutory and regulatory requirements to employees within
their respective departments. They ensure that the policy is understood and that
it is applied to the daily work of the organization through the establishment of
measureable goals and objectives. NORSU Executive Management is
responsible for ensuring that the quality policy is appropriate for the goals of the
business, that it provides NORSU the continuing improvement of the
effectiveness of the quality management system and that it is reviewed for
continuing suitability.
All managers are responsible for reporting back to the organization on the
performance and effectiveness of the quality management system.
5.1 Management Leadership and Commitment

The NORSU Executive Management are committed to implementing and
developing the quality management system and this commitment is defined by
the quality policy located in Section 5.3.
We ensure that our quality policy is understood, implemented and maintained at all
levels of the organization through printed distribution of our quality policy statement
and through periodic management review of the quality policy statement and
corporate level improvement objectives. In addition, our quality policy and
objectives are communicated and deployed throughout the business via individual
performance objectives established and reviewed during employee performance
reviews.
All managers demonstrate their commitment to the development and

improvement of the quality management system through the provision of
necessary resources, through their involvement in the internal audit process and
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ISO 9001:2008 Quality Manual
through their proactive involvement in continual improvement activities.

Emphasis is placed on improving NORSU, the effectiveness and efficiency of
key quality management system processes.
a. Good governance
b. Adherence to the code of conduct and ethical standards
c. Establishing unity of purpose towards achieving quality at all levels
d. Communicating and explaining the quality policy and its mission and
vision to stakeholders at all levels of NORSU
e. Ensuring quality objectives are documented and met according to defined
KPIs
f. Performing audits as necessary
g. Providing the necessary resources in manpower, equipment, and
financial funding for NORSU's management system to achieve its
objectives
h. Training of stakeholders in how to implement the management system for
the benefit of NORSU and its stakeholders
5.2 Customer Focus

Negros Oriental State University strives to identify current and NORSU’s culture on
customer needs, to meet their requirements and to exceed their expectations.
Executive management ensures that the focus on improving customer satisfaction
is maintained by setting and reviewing objectives related to customer satisfaction at
management review meetings. This management also ensures that customer
requirements are understood and met. Customer requirements are understood,
converted into internal quality requirements and communicated to appropriate
personnel within the organization.
The customer complaints and customer feedback are continually monitored and
measured to identify opportunities for improvement. We continually look for ways to
interact directly with individual customers to ensure a proper focus to their unique
needs and expectations is established and maintained.
5.3 Quality Policy

The NORSU Executive Management ensures that the quality policy is
communicated and understood by all employees at all levels of the organization
through documented training, regular communication, and reinforcement during
annual employee performance reviews. All public sector organizations, and
specifically NORSU, strive to ensure that its quality policy is oriented towards
the satisfaction of the needs and expectations of its entire stakeholder, and in
particular, the citizens it serves by mandate.
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The NORSU quality policy statement acts as a compass in providing the

direction and framework for establishing key corporate level performance
measures and related improvement objectives. Executive management
reviews the quality policy during management review meetings at appropriate
intervals to determine the policy’s continuing suitability.
5.4 Organizational Roles Responsibilities &

Authorities
The NORSU Executive Management is responsible for business planning,
development and communication of our quality policy, quality management
system planning, the establishment and deployment of objectives, the provision
of resources needed to implement and improve the quality management system
and for undertaking management reviews.
All managers are responsible for execution of the business plan and the
implementation of the policies, processes and systems described in this
manual. All managers are responsible for planning and controlling quality
management system processes within their area of responsibility, including the
establishment and deployment of operational level objectives and the provision
of resources needed to implement and improve these processes. All
employees and agents are responsible for the quality of their work and
implementation of the policy and procedures applicable to processes they
perform. Personnel responsible for product quality have the authority to
intervene and have serious breaches and other matters assessed by the
appropriate department or security to correct serious quality problems and
breaches (such as gender bias, sexual harassment). Employees of NORSU
are empowered to identify and report any known problems and to recommend
related solutions through the corrective/ preventive action process.
The NORSU Executive Management has assigned responsibilities and

authorities for all relevant roles in the company. These are communicated
through the combination of the NORSU Organizational Chart and specific Job
Description Titles of every personnel of NORSU.
The NORSU Executive Management accepts responsibility and authority for:

a) ensuring that the management system conforms to applicable standards;
b) ensuring that the processes are delivering their intended outputs;
c) reporting on the performance of the management system;
d) providing opportunities for improvement for the management system;
e) ensuring the promotion of customer focus throughout the organization;
f) ensuring that the integrity of the management system is maintained when
changes are planned and implemented.
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5.5 Internal Communication

Negros Oriental State University communicates information regarding quality
management system processes and their effectiveness through documented
training, internal audit reports and continual improvement processes. All
announcements or publications as needed to convey to their employees on the
relevance and importance of their work. Managers and supervisors are
responsible for establishing regular formal and informal communities. Typically
this information is conveyed through team meetings and cross-NORSU
functional improvement projects. Communications regarding how employees
contribute to the achievement of objectives is also conveyed and reinforced
during employee performance reviews.
The Executive Management of Negros Oriental State University ensures

internal communication takes place regarding the effectiveness of the
management system. Internal communication methods include but not limited to
the following
a) use of corrective and preventive action processes to report
nonconformities or suggestions for improvement
b) use of the results of analysis of data
c) meetings (periodic, scheduled and/or unscheduled) to discuss aspects of
the QMS
d) use of the results of the internal audit process
e) regular company meetings with all employees
f) internal emails
g) office memoranda to employees
h) NORSU’s “open door” policy which allows any employee to request
dialogues or discussions as appropriate in order to improve the quality
system of the University.
5.6 Management Review

Executive management conducts a management review meeting at least once
in 6 months to ensure the continuing suitability, adequacy, and effectiveness of
our quality management system. The review includes assessing opportunities
for improvement, and the need for changes to the management system,
including the Quality Policy and quality objectives.
The NORSU Executive Management reviews regarding the frequency, agenda

inputs and outputs, required members, actions taken and other review
requirements are defined in the documented procedure Management Review
Manual. Records from management reviews are maintained.
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6.0 Resources
6.1 Provision of Resources
Negros Oriental State University determines and provides the resources
needed:
a) to implement and maintain the management system and continually
improve its effectiveness
b) to enhance customer satisfaction by meeting customer requirements
Resource allocation is done with consideration of the capability and constraints

on existing internal resources, as well as needs related to supplier expectations.
Resources and resource allocation are assessed during management reviews.
6.2 Human Resources

The NORSU Executive Management ensures that it provides sufficient
staffing for the effective operation of the management system, as well its
identified processes.
Staff members performing work affecting product quality are competent on

the basis of appropriate education, training, skills and experience. The
documented procedure Training and Development Manual defines these
activities in detail.
Training and Development and subsequent communication ensure that

faculty and staff are aware of:
a) the quality policy;
b) relevant quality objectives;
c) their contribution to the effectiveness of the management system,
including the benefits of improved performance;
d) the implications of not conforming with the management system
requirements.
6.3 Infrastructure
Negros Oriental State University provides and maintains the infrastructure needed
to achieve conformity to product requirements. Infrastructure includes, as
applicable:
a) buildings, workspace and associated facilities;
b) process equipment, hardware and software;
c) supporting services such as transport;
d) information and communication technology.
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Equipment is validated per the procedure of the Equipment Validation Manual

and maintained according to the provisions of the NORSU Preventive
Maintenance Manual.
Where equipment is used for critical measurement activities, such as inspection

and testing, these shall be subject to control and either calibration or verification;
see the procedure Calibration Manual.
Each of the individual offices of Negros Oriental State University with equipment
that requires calibration shall endorse to the NORSU Executive Management the
specific devices will be subject to calibration based on its processes, products and
services, or in order to comply with specifications or requirements. These decisions
are also based on the importance of a measurement, and considerations of risk.
6.4 Work Environment

Negros Oriental State University provides a clean, safe and well-lit working
environment. The NORSU Executive Management manages the work environment
needed to achieve conformity to product requirements. Specific environmental
requirements for products are determined during quality planning and are
documented in subordinate procedures, work instructions, or job documentation.
Where special work environments have been implemented, these shall also be
maintained per 6.3 above.
Human factors are considered to the extent that they directly impact on the quality
of Products or Services.
Only work environment aspects which can directly affect process efficiency or
product and service quality are managed through the management system.
6.5 Organizational Knowledge

Negros Oriental State University also determines the knowledge necessary for
the operation of its processes and to achieve conformity of products and
services. This may include knowledge and information obtained from:
a) internal sources, such as lessons learned, feedback from subject matter

experts, and/or intellectual property;
b) external sources such as standards, academia, conferences, and/or
information gathered from customers or suppliers.
This knowledge shall be maintained, and made available to the extent

necessary.
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When addressing changing needs and trends, Negros Oriental State University
shall consider its current knowledge and determine how to acquire or access
the necessary additional knowledge.
7.0 Operation
7.1 Operational Planning and Control

Negros Oriental State University plans and develops the processes needed for
product realization. Planning of product realization is consistent with the
requirements of the other processes of the management system. Such planning
considers the information related to the context of the organization, current
resources and capabilities, as well as product and service requirements.
Changes to operational processes are done in accordance with the NORSU

Change Management under Management Review Manual
7.2 Customer-Related Activities

7.2.1 Determination of Requirements Related to
Product
Negros Oriental State University determines customer requirements before
providing its educational and research services. Customer requirements include
the following:
 Safe and hygienic facilities
 Professional, honest and respectful behaviour of service personnel and
faculty members
 Acceptable waiting and response times
 Adequate service hours for stakeholders
 Response to emergencies and crises
 Availability of clear and precise information / instructions
 Reports on processes, procedures and records that are clear, precise,
transparent and consistent
 Previous customer requirements which pertain to current needs (parents
and / or students)
 Requirements stated by the customer but necessary for specified use or
known and intended use
 Statutory and regulatory requirements related to the product, especially
export and import requirements.
 Requirements required for delivery and post-delivery activities
 Additional requirements as determined by every NORSU CAMPUS
 Requests for documents and other services provided by the NORSU
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Auxiliary Services Offices as stated in the NORSU Frontline Services

Manual
 To guide the transacting public, NORSU shall ensure that the
publication of service guides and the posting of workflow charts is
implemented in accordance with the provisions of CSC MC25, s2001
and OP MC 35, s. 2003.
7.2.2 Review of Customer Requirements

Prior to committing to the customer, NORSU has a process in place for the
review of requirements related to the product. The review is conducted before
the supply chain is initiated.
The process ensures that:

 Product requirements are defined – i.e. research, course delivery etc.
 Contract or order requirements differing from those previously
expressed are resolved, particularly where these are NORSU funded by
grants.
 NORSU has the ability to meet the defined requirements
 Records are maintained showing the results of the review and any
actions arising
 Customer requirements are confirmed before acceptance
 When product requirements are changed, the organization
communicates changes to personnel and amends relevant documents
These activities are defined in greater detail in the procedure NORSU

Frontline Services Operations Manual.
7.2.3 Customer Communication

In accordance with our commitment to exceed our customer’s expectations,
NORSU DUMAGUETE CAMPUS highlights effective customer communication
as an essential element of customer satisfaction. Appropriate handling of
customer communication will help to reduce customer dissatisfaction and in
many cases turn a dissatisfying scenario into a satisfying experience. The
President or his delegate is responsible for establishing communication
methods to ensure inquiries, contracts or order handling; including
amendments, customer feedback and complaints are handled expeditiously
and professionally.
The President or his delegate is committed to addressing all documented

customer inquiries that reside within the organization’s system. The Quality
Department has the primary responsibility to address all customer related
issues in regard to the quality of our products and services. The Quality
Management Director (or his designate) is the key contact in regard to
21 | N O R S U
questions pertaining to the company’s quality management system.
7.3 Design & Development

Negros Oriental State University engages in designing, developing or changing
the design of the products it manufactures, as covered by this standard, and to
this end co-ordinates with significant other government agencies to achieve its
goals, mandated or NORSU initiated. These inputs shall be audited and
reviewed for adequacy. Requirements shall be complete, unambiguous and not
in conflict with each other.
7.4 Purchasing
The purchasing process is essential to NORSU ability to provide our customers
with products that meet their requirements. NORSU ensures that purchased
products conform to specified purchase requirements and government
regulations, such as R.A.9184 or the Government Procurement Reform Act,
and other legal and regulatory provisions regarding the procurement of goods
and/or services. NORSU accomplishes this by closely working with our supplier
base and inspecting purchased product as required. The type and extent of
control applied to the supplier and the purchased product is dependent upon
the effect of the purchased product on subsequent product realization or the
final product.
It is the responsibility of the President, in conjunction with executive

management, to evaluate and select suppliers based on their ability to supply
product in accordance with specified requirements. Additionally, NORSU
internal resources may be called on to assist as required.
Negros Oriental State University normally uses purchase orders to describe the
product or service to be purchased. Designated individuals within the company
create purchase orders using the company system. They also ensure the
adequacy of the requirements that are specified by the purchase order prior to
release.
Each purchase order includes where appropriate:

a. Identification of product or service to be delivered, quantity, delivery
date, and cost
b. Requirements for approval or qualification of product, procedures,
processes or equipment
c. Requirements for the qualification of personnel
d. Quality management system requirements
22 | N O R S U
7.5 Provision for Product & Service

7.5.1 Control of Provision of Product& Service
In order to control the planning, administrative support and implementation of
work, the company’s policy is to describe the work methods (research tools as
applied), the controls applied and the records required. The process control
activities are integrated with many aspects that also relate to quality control.
The following controlled conditions are applied where applicable:

a. Quality control checks are performed using appropriate measuring
equipment
b. Handling, storage and transportation
c. Evidence of completed inspections
d. Detailed process work instructions
e. Specifications for all products
f. Criteria for workmanship
g. Competent personnel
h. Plant maintenance
7.5.2 Identification & Traceability

In order to preserve the conformance of products to customer requirements
during internal processing and delivery, NORSU identifies the product
throughout the product realization process in accordance with the Identification
& Traceability Procedure.
 Stored equipment and materials are identified as to type, description
and inspection status
 Unacceptable items are identified as such and are removed from the
normal work flow
 All NORSU orders are issued with a unique tracking and file number for
easy retrieval and traceability
 Subsequent orders are identified by PO number
7.5.3 Property Belonging to Third Parties

In cases where the customer provides specialized documents, specifications,
etc. they are logged as per the Document Control Procedure. Customer
property can also include customer-owned materials, tools (including returnable
packaging), tooling (including test/inspection tooling and equipment), and
intellectual property. This has particular application in areas of research and
engineering.
23 | N O R S U
For customer intellectual property, including customer furnished data used for
design, production and / or inspection, this is identified by customer and
maintained and preserved to prevent accidental loss, damage or inappropriate
use.
This activity is defined in greater detail in the document NORSU Third Party
Property Procedures Manual.
7.5.4 Preservation of Product

Negros Oriental State University preserves conformity of product or other
process outputs during internal processing and delivery. This preservation
includes identification, handling, packaging, storage, and protection.
Preservation also applies to the constituent parts of a product.
The NORSU Preservation Procedures Manual defines the methods for

preservation of product/service offered by the University to its wide clientele..
7.5.5 Post-Delivery Activities

Negros Oriental State University maintains documented information of all
products delivered to our customers. The extent of post-delivery activities
includes consideration of the following:
1. customer’s feedback
2. customer’s satisfaction rating
3. customer complaints
4. formal letters
5. logbook of customer concerns
Post-delivery activities are conducted in compliance with the management

system defined herein.
7.5.6 Process Change Control

Negros Oriental State University reviews and controls both planned and
unplanned changes to processes to the extent necessary to ensure continuing
conformity with all requirements.
Process change management is defined in the document NORSU Change

Management Operations Manual.
24 | N O R S U
7.5.7 Measurement and Release of Products or

Services
Customer acceptance criteria are indicated in the customer satisfaction rating
form, customer feedback mechanism and other customer service evaluation
processes incorporated in the NORSU Frontline Services Operations Manual.
Each of the head of offices conducts reviews, inspections and tests at

appropriate stages to verify that the product and service requirements have
been met. This is done before NORSU products or services are delivered to its
clientele.
Each process utilizes different methods for measuring and releasing These
methods are defined in NORSU Frontline Services Operations Manual.
7.5.8 Control of Nonconforming Outputs

Negros Oriental State University ensures that products or services offered to
our students as well as other process outputs that do not conform to their
requirements are identified and controlled to prevent their unintended use or
delivery.
The controls for such nonconformances are defined in Change Management

Operations Manual under the section on Control of Non-Conforming Outputs.
8.0 Improvement
8.1 General
This section describes how NORSU defines, plans and implements
monitoring, measurement, analysis and improvement activities needed to
assure product / service and quality system conformity and to achieve
continual improvement. These activities include the assessment of customer
satisfaction, internal auditing, process monitoring and measurement, and
product monitoring and measurement.
Continuous improvement in Negros Oriental State University shall be driven

by an analysis of data related to:
a. Accounting
b. Enrollment
c. Graduates
d. Human Resources (faculty and staff)
25 | N O R S U
e. Infrastructure
f. Budget utilization
g. Research and extension
h. Income Generating Projects
i. University Assets
NORSU plans and implements monitoring, measurement, analysis and

improvement processes as needed, these processes are identified in
documented procedures and include the determination of applicable methods,
including statistical techniques and the extent of their use.
a. conformity of products and services;
b. the degree of customer satisfaction;
c. the performance and effectiveness of the management system;
d. the effectiveness of planning;
e. the effectiveness of actions taken to address risks and opportunities;
f. the performance of external providers;
g. other improvements to the management system.
8.2. Customer Satisfaction

The President monitors information relating to citizen perceptions as to whether
the organization has NORSU fulfilled citizen requirements. Citizen complaints,
whether received in writing, verbally or electronically are immediately forwarded
to the President for action. If the problem cannot be resolved, the complaint is
transferred to the executive management for resolution. Citizen survey data
along with customer feedback, including written or verbal complaints and
information collected via the customer feedback form are reviewed by the
NORSU Executive Management, who initiates appropriate corrective actions.
Customer satisfaction is monitored in various ways:

 recording customer complaints
 client rejections or returns due to errors
 repeat requests for services
 trends in on-time delivery
 obtain customer scorecards from certain customers
 submittal of customer satisfaction surveys
8.3 Internal Audit

Internal audit results are critical inputs that help in assessing the effectiveness
of the quality management system by identifying opportunities for improvement,
by promoting awareness of customer requirements and by measuring the
effectiveness of the quality management system. NORSU conducts internal
audits at planned intervals to determine whether the quality management
system conforms to the planned arrangements for product realization, to the
26 | N O R S U
requirements of ISO 9001:2008, as well as to quality management system

requirements. NORSU then determines if the quality management system is
effectively implemented and maintained.
The Internal Audit Procedures Manual details the requirements for developing
the audit program including the requirements for planning; taking into
consideration the status and importance of the processes and areas to be
audited, as well as the results of previous audits. The audit criteria, scope,
frequency and methods are defined by the audit plan. The selection of auditors
and their conduct ensures objectivity and impartiality throughout the audit
process.
NORSU audits its own work. In cases where it is not possible to conduct an
objective audit; the services of independent external auditor may be sought.
8.4 Corrective and Preventive Action

Negros Oriental State University takes corrective action to eliminate the cause
of nonconformity in order to prevent recurrence. Likewise, the University takes
preventive action to eliminate the causes of potential nonconformities in order
to prevent their occurrence.
These activities are done through the use of the formal Corrective Action
system, and are defined in the document Corrective Preventive Action
Procedure contained in the NORSU Change Management Manual.
27 | N O R S U
Appendix A: Overall Process Sequence & Interaction
28 | N O R S U
Appendix B: ISO 9001:2015 Cross Reference

ISO 9001:2015 Clause Section in Manual
4.0 Context of the Organization (all)
4.1 Understanding the Organization & Its Context 2.1 Determining Our Strategic Direction
4.2 Understanding the needs & expectations of interested parties 2.0 Who We Are
4.3 Determining the scope of the QMS 2.2 Scope of the Management System
4.4 Management system and its processes 4.1 Process Approach
5.0 Leadership
5.1 Leadership & Commitment 5.1 Management Leadership and Commitment
5.1.1 General 5.1 Management Leadership and Commitment
5.1.2 Customer focus 5.2 Customer Focus
3.0 Quality Policy
5.2 Policy
5.3 Quality Policy
5.4 Organizational Roles and Responsibilities and
5.3 Organizational Roles Responsibilities and Authorities
Authorities
6.0 Planning
6.1 Actions to address risks and opportunities 4.4 Risks and Opportunities
6.2 Quality objectives and planning to achieve them 4.1.2 Process Controls & Objectives
6.3 Planning of changes 4.3 Change Management
7.0 Support
7.1 Resources
7.1.1 General 6.1 Provision of Resources
7.1.2 People 6.2 Human Resources
7.1.3 Infrastructure 6.3 Infrastructure
7.1.4 Environment for the operation of processes 6.4 Work Environment
7.1.5 Monitoring and measuring resources 6.3 Infrastructure
7.1.6 Organizational knowledge 6.5 Organizational Knowledge
7.2 Competence 6.2 Human Resources
7.3 Awareness 5.5 Internal Communication
7.4 Communication 5.5 Internal Communication
7.5 Documented information 4.2 Documentation & Records
8.0 Operation
8.1 Operational planning and control 7.1 Operational Planning and Control
8.2 Requirements for products and services
8.2.1 Customer communication 7.2.3 Customer Communication
8.2.2 Determining the requirements related to products & services 7.2.1 Capture of Customer Requirements
8.2.3 Review of requirements related to products & services 7.2.2 Review of Customer Requirements
8.2.4 Changes to requirements for products and services 7.2.2 Review of Customer Requirements
8.3 Design and development of products and services 7.3 Design and Development
8.4 Control of externally provided processes, products & services 7.4 Purchasing
8.5 Production and service provision
7.5.1 Control of Provision of [Products or
8.5.1 Control of production and service provision
Services Plur.]
8.5.2 Identification and traceability 7.5.2 Identification and Traceability
29 | N O R S U
ISO 9001:2015 Clause Section in Manual

8.5.3 Property belonging to customers or external providers 7.5.3 Property Belonging to Third Parties
8.5.4 Preservation 7.5.4 Preservation
8.5.5 Post-delivery activities 7.5.5 Post-Delivery Activities
8.5.6 Control of changes 7.5.6 Process Change Control
7.5.7 Measurement and Release of [Products or
8.6 Release of products and services
Services Plur.]
8.7 Control of nonconforming outputs 7.5.8 Control of Nonconforming Outputs
9.0 Performance evaluation
9.1 Monitoring, measurement, analysis and evaluation
9.1.1 General 8.1 Improvement: General
9.1.2 Customer satisfaction 8.2 Customer Satisfaction
9.1.3 Analysis and evaluation 8.1 Improvement: General
9.2 Internal audit 8.3 Internal Audit
9.3 Management review 5.6 Management Review
10.0 Improvement
10.1 General 8.1 Improvement: General
10.2 Nonconformity and corrective action 8.4 Corrective and Preventive Action
10.3 Continual improvement 8.1 Improvement: General
30 | N O R S U
Appendix C: List of Key QMS Documents Procedures
Procedure No. ISO 9001/QMS Ref Title & Description

MC PRO 01 4.2.2 Control of Documents
MC PRO 02 4.2.3 Control of Records
MC PRO 03 4.4 Risk Management
MC PRO 04 5.6 Management Review
MC PRO 05 6.2 Training
MC PRO 06 6.3 Equipment Validation
MC PRO 07 6.3 Preventive Maintenance
MC PRO 08 6.3 Calibration
MC PRO 09 7.2.1 Frontline Services
MC PRO 10 7.4 Purchasing
MC PRO 11 7.4 Receiving
MC PRO 12 7.5.2 Identification and Traceability
MC PRO 13 7.5.3 Third Party Property
MC PRO 14 7.5.4 Preservation
MC PRO 15 7.5.8 Non-Conforming Outputs
MC PRO 16 8.3 Internal Auditing
MC PRO 17 8.4 Corrective Prevention
31 | N O R S U
Appendix D: Supplementary Procedures

1. Administration Staff Policy and Procedure
2. Advertising Policy and Procedure
3. Board Conduct Policy and Procedure
4. Borrowings Policy and Procedure
5. Capital Items Purchasing Policy and Procedure
6. Dress Code Policy and Procedure
7. Equal Opportunity Policy and Procedure
8. ESL Policy and Procedure for Faculty Members
9. Examinations Policy and Procedure
10. Executive Meetings Policy and Procedure
11. Expense Policy and Procedure
12. College of Agriculture, Forestry & Fishery VMGO Policies, and Procedures
13. College of Business Administration VMGO, Policies, and Procedures
14. College of Engineering & Architecture VMGO, Policies, and Procedures
15. College of Arts & Sciences VMGO, Policies, and Procedures
16. College of Nursing, Pharmacy and Allied Health Services VMGO, Mission,
Policies, and Procedures
17. College of Education VMGO, Policies, and Procedures
18. College of Criminal Justice Education VMGO, Policies, and Procedures
19. Senior High School Policies and Procedures
20. International Research and Proprietary Ownership Policy and Procedure
21. Intellectual Property and Copyright Policy and Procedure
22. Finance Policy and Procedure
23. IGP Policy and Procedure
24. Gad Policy and Procedure
25. Marketing Policy and Procedure
26. Miscellaneous Items Purchasing Policy and Procedure
27. Ongoing Education For Faculty Members Policy and Procedure
28. Extension Programs Policy and Procedure
29. Course Pricing Policy and Procedure
30. Scholarships and Bursaries Policy and Procedure
31. Skills and Competency Assessment Policy and Procedure
32. Social Media Monitoring Of Staff Policy and Procedure
33. Colleges’ Student Handbook
34. Trade Expos Policy and Procedure
35. Vision and Mission Statement and Procedure
36. Wages Payment Policy and Procedure
37. Web Development Policy and Procedure
32 | N O R S U
Appendix E: Forms
Reference ISO 9001/QMS Ref Title & Description
NORSU Main Campuses I & II -80302-1 4.2.3 Master Document Index
NORSU Main Campuses I & II -80302-2 4.2.3 Document Issue Sheet
NORSU Main Campuses I & II -80302-3 4.2.3 Document Change Request
NORSU Main Campuses I & II -80303-1 4.2.4 Master Quality Record Index
NORSU Main Campuses I & II -80304-2 8.2.2 Internal Audit Plan
NORSU Main Campuses I & II -80304-3 8.2.2 Internal Audit Assignment
NORSU Main Campuses I & II -80304-4 8.2.2 Internal Audit & Gap Analysis Checklist
NORSU Main Campuses I & II -80304-5 8.2.2 Internal Audit Report
NORSU Main Campuses I & II -80304-6 8.2.2 Internal Audit Feedback
NORSU Main Campuses I & II -80305-1 8.3 Non-conformance Report
NORSU Main Campuses I & II -80305-2 8.3 Non-conformance Report
Log
NORSU Main Campuses I & II -80306-1 8.5.2 Corrective Action Request
NORSU Main Campuses I & II -80306-2 8.5.2 Corrective Action Request Log
NORSU Main Campuses I & II -80307-1 8.5.3 Preventive Action Request
NORSU Main Campuses I & II -80307-2 8.5.3 Preventive Action Request Log
33 | N O R S U
Appendix E: Organizational Chart.
34 | N O R S U

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ISO 9001:2015 Quality Assurance Manual

NEGROS ORIENTAL STATE UNIVERSITY

Conforms to ISO 9001:2015

0.0 Revision History and Approval

Rev. Nature of changes Approval Date

0.0 Revision History and Approval 2

7.5.1 Control of Provision of Products 23

1.0 Welcome to NEGROS ORIENTAL STATE

True to its mission, NORSU passionately delivers quality instruction, fosters

This manual describes the quality management system, delineates authorities,

2.0 NORSU: Who We Are

This information is then used by senior management to determine the company’s

2.2 Scope of the Management System

2.2.1 Scope Statement

The scope and reach of ISO 9001:2015 encompasses the following:

The Faculties and their departments

Department of Mass Communication

2.2.2 Facilities Within the Scope

2.2.3 Areas that are considered Not Applicable

2.2.4 Scope of the NORSU Quality Manual

Where subordinate or supporting documentation is reference in this manual,

3.0 Quality Policy

The NORSU quality policy statement acts as a compass in providing the

4.0 Quality Management Structure and Controls

nonconforming Products or Services discovered during final processes or after

Each process may be supported by other activities, such as tasks or sub-

Each top-level process has a Policy Issuance Process which defines:

4.1.2 Process Controls & Objectives

When a process does not meet a goal, or an unexpected problem is encountered

4.1.3 Outsourced Processes

4.2 Documentation and Records

The level and type of quality management system documentation established

1 Policy Key system driver of process inputs and objectives;

4.2.2 Control of Documents

A list of key quality management system documents; including all quality

4.2.3 Control of Records

4.3 Change Management

Documents are changed in accordance with procedures specified in the Control

4.4 Risks and Opportunities

5.0 Management and Leadership

The NORSU President, as approved by the NORSU Board of Regents may

5.1 Management Leadership and Commitment

All managers demonstrate their commitment to the development and

through their proactive involvement in continual improvement activities.

5.2 Customer Focus

5.3 Quality Policy

The NORSU quality policy statement acts as a compass in providing the

5.4 Organizational Roles Responsibilities &

The NORSU Executive Management has assigned responsibilities and

The NORSU Executive Management accepts responsibility and authority for:

5.5 Internal Communication

The Executive Management of Negros Oriental State University ensures

5.6 Management Review

The NORSU Executive Management reviews regarding the frequency, agenda

Resource allocation is done with consideration of the capability and constraints

Resources and resource allocation are assessed during management reviews.

6.2 Human Resources

Staff members performing work affecting product quality are competent on

Training and Development and subsequent communication ensure that

Equipment is validated per the procedure of the Equipment Validation Manual

Where equipment is used for critical measurement activities, such as inspection

6.4 Work Environment

6.5 Organizational Knowledge